2013 | strategicplan
Transcript of 2013 | strategicplan
2013 | strategic planthe OrlandO experience ™
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taBle OF cOntents
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Letter to the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
organizationaL descriPtion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Mission, Vision and VaLues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
goaLs, oBjectiVes & strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-15
current PersPectiVe & outLook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-17
key success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-19
Board MeMBers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21
acknowLedgeMents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-25
inside cOver - Blank
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OrganizatiOnal descriptiOn
the greater Orlando aviation authority operates and maintains Orlando
international and Orlando executive airports as an agency of the city of
Orlando, Florida. Orlando international airport is the second busiest airport
in Florida, ranked by the number of passengers with more destinations than
any other airport in Florida. Orlando international airport ranks as the 3rd
largest origination and destination market and the 13th busiest airport in the
United states, and 32nd in the world in terms of total passengers.
the aviation authority is governed by a seven-member board. Five
members are appointed by the governor of the state of Florida, subject to
confirmation by the state senate, one member is the Mayor of the city of
Orlando and one member is the Mayor of Orange county, Florida. One
of the five members of the Board appointed by the governor is a resident
of Osceola county. the executive director is appointed by the authority’s
Board and oversees a staff of approximately 659 employees. the aviation
authority maintains agreements with airlines, tenants, concessionaires,
contractors and vendors that support airport functions.
Members of the greater Orlando aviation authority Board
strategic planning is essential for an organization to remain viable and to sustain
growth. For over 30 years the greater Orlando aviation authority has focused on
meeting the aviation needs of the central Florida region while delivering outstanding
customer service that is now known as the Orlando experience™. Over the last 18
months staff and i have met with 28 different types of stakeholder groups conducting
59 stakeholder meetings from which we have received over 1,300 individual
comments.
the most significant challenges that the greater Orlando aviation authority faces
today are rapid changes in the economy, airline routes and alliances, regional and local
competition, technology, safety and security procedures, terminal capacity constraints,
and access to capital. to address those challenges and through workshops with the
greater Orlando aviation authority Board, we have developed a revised mission
statement and four distinct goals to guide the greater Orlando aviation authority’s
business practices.
the current outlook for our industry is closely tied to both the local and national
economic state both of which manifest more uncertainty than we would prefer.
such conditions argue for a well-conceived strategy that can guide us through these
uncertain times. the airline industry has undergone rapid changes in the last several
years with a concerted objective of maintaining profitability. to accomplish this end
they have formed alliances and established bilateral agreements and intensified their
efforts to reduce excess capacity.
For the aviation authority, this means an increasingly competitive environment for
new air service, the most impactful means by which we achieve our stated strategic
goal of fostering economic development. to sustain the growth that we have enjoyed
over the last 30 years we must intensify our emphasis on exceeding the expectations
of our customers, the traveling public. excellent customer service is a hallmark of our
community, and must be our hallmark as well; if we are to succeed. this community
has become increasingly global in its outlook and, indeed, in the very fabric of
the community. central Florida’s demographics clearly demonstrate a much more
international bias than 30 years ago. to support this globalization we must offer the
traveling public world-class facilities; developed, operated and maintained to world-
class standards. Underpinning all of these efforts is the fundamental notion that we
must be fiscally responsible in executing the strategies to achieve these goals. if we are
not fiscally responsible all of our efforts will not be sustainable.
thinking strategically in all that the greater Orlando aviation authority does is
important to create sustainable success. incorporating the practice of assessment,
planning, identification of risk, implementation, and measuring into the greater
Orlando aviation authority culture will provide the tools to shape our future.
sincerely,
phillip n. Brown, executive director
“Fiscal respOnsiBility
cOMBined with visiOn and
strOng leadership have
Been the hallMarks OF
OrlandO internatiOnal
airpOrt FOr Over 30
years. it is nOw OUr
respOnsiBility as leaders
tO BUild UpOn thOse
valUes and strategically
estaBlish the FraMewOrk
FOr the FUtUre OF air
travel in central
FlOrida and FUrther the
BUsiness, tOUrisM and
grOwth interests OF OUr
cOMMUnity.”
Frank kruppenbacherGreater OrlandO
aviatiOn authOrity Chairman
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gOal 1: cUstOMer service
exceed the expectations of the traveling public, with the collaboration of our airport partners and the community .
Maintaining and enhancing the Orlando experience™ encourages customers to visit and conduct business
in the Orlando area by providing essential aviation capacity to support both business and tourism growth.
gOal 2: ecOnOMic develOpMent
Foster economic development for the region .
delivering superior service to support the development and economic growth of the community will
enhance both airline and non-airline revenues. increasing non-airline revenues keep aviation costs
competitive, making travel to Orlando affordable to a broader market of travelers.
gOal 3: saFe and secUre Facilities
operate and Maintain safe and secure world-class Facilities .
providing state-of-the-art, safe and secure facilities enhances the customer experience and provides for
greater efficiencies in the operation of the facility, increases customer confidence in air travel and reduces
operational cost.
gOal 4: Fiscal respOnsiBility
act in a fiscally responsible manner .
remaining fiscally responsible provides stability and access to capital markets to support growth, while
maintaining the aviation authority’s current facilities.
• safe and secure environment
• customer Focused
• Fiscal responsibility
• collaborative relationships
• innovation, sustainability and Flexibility
• ethical Behavior (pride)
– professionalism, respect, integrity, diversity,
efficiency
OUr valUes
MissiOn stateMentProvide safe, secure, customer-friendly, affordable services
and facilities that promote the orlando experience™ .
visiOn stateMent
advance orlando and the region as the premier intermodal
transportation gateway for global commerce .
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gOals, OBjectives and strategies
gOal 1: cUstOMer serviceexceed the expectations of the traveling public, with the collaboration of our airport partners and the community
“cUstOMer service is
an iMpOrtant FOcUs
FOr OUr airpOrt and
cOMMUnity. FOr that
reasOn OUr gOal is
tO Use innOvatiOn,
training and QUality
tO Maintain a
leadership rOle in
the indUstry.”
cesar calvet,
FOrmer BOard Chairman,
Greater OrlandO
aviatiOn authOrity, 2010 – 2012
OBjective 1
develop a culture of customer service that promotes the orlando experience™ .
strategy (1) develop training programs for greater Orlando aviation authority staff, airport
employees and agencies.
strategy (2) review and recognize outstanding customer service.
strategy (3) establish measurable criteria to assess customer performance.
OBjective 2
establish a baseline for service expectations to use as a measurement of customer satisfaction .
strategy (1) Utilize survey data to identify areas for improvement in facilities and operations.
strategy (2) employ recognized standards for comparison with other airports.
OBjective 3
create an environment that provides clear and consistent communication with the traveler to reduce the stress of moving through the airport .
strategy (1) initiate customer loyalty programs for frequent users.
strategy (2) Utilize technology to communicate location, airport amenities, concessions and services
(i.e. pda’s, apps, way-finding).
strategy (3) assign personnel at the most critical decision points within the airport to assist in way-finding.
strategy (4) Use available forums for communicating to airport partners the value of investing in a culture
of customer service.
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OBjective 1
increase domestic and international air service to maintain growth, diversify risk and increase revenues for the airport and the region .
strategy (1) develop marketing plans for both outbound and inbound passengers.
strategy (2) develop originating business travel from central Florida.
strategy (3) develop opportunities for originating leisure traffic.
strategy (4) develop marketing program for new air service.
OBjective 2
increase air cargo services to attract air passenger service and business to the airport and the region .
strategy (1) analyze and determine potential for increasing cargo shipments.
strategy (2) develop cargo marketing brochure and advertising campaign.
strategy (3) develop relationships with local and national freight forwarders.
strategy (4) develop relationships with area ports including tampa, canaveral, Ft. pierce and palm Beach.
strategy (5) participate in air cargo associations, Metroplan’s Freight advisory committee, cargo industry trade
events, and airports council international (aci) cargo Forum.
OBjective 3
increase marketing to encourage development of authority property .
strategy (1) develop a commercial properties Master leasing plan for Oia & Oea.
strategy (2) develop infrastructure inventory & requirements.
strategy (3) develop a commercial properties Marketing program.
OBjective 4encourage small and minority businesses, including those from the local business community, to compete to provide goods, services, and concessions to the aviation authority .
strategy (1) develop program to increase small business opportunities at Oia & Oea.
strategy (2) expand community awareness campaigns.
strategy (3) solidify commitment of financial institutions for small business support.
gOal 2: ecOnOMic develOpMent
Foster economic development for the region
“OrlandO internatiOnal airpOrt
is an ecOnOMic geM BecaUse it
Brings MilliOns OF peOple tO OUr
city every year. it’s a gateway that
cOnnects OrlandO tO investOrs,
entrepreneUrs and viBrant
cOMpanies arOUnd the wOrld.”
buddy dyer mayOr, City OF OrlandO, 2003 – present
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OBjective 1
improve passenger & baggage security screening operations .
strategy (1) expand the use of the remote screening Facility (rsF) from average daily baggage use
from 10% to 25%.
strategy (2) Optimize pod d to accommodate airline consolidation.
strategy (3) renovate and update baggage handling systems that restrict baggage processing rates and efficiency.
strategy (4) reduce passenger screening wait time to no more than 10 minutes.
OBjective 2
Promote the orlando experience™ in all airport facilities .
strategy (1) enforce design standards for gOaa and tenant projects.
strategy (2) Modernize the airport check-in areas and security checkpoint to improve the passenger experience.
strategy (3) improve the international passenger arrival flow and experience.
strategy (4) preserve existing assets to meet the region’s future aviation and intermodal needs.
OBjective 3
increase use of technology to improve passenger, baggage, and business processes .
strategy (1) develop mobile infrastructure and applications to inform and offer personalized services to
passengers and airport users.
strategy (2) Use technology to streamline operations and business processes.
OBjective 4
integrate safety strategies into all facilities and processes .
strategy (1) enhance the airport safety program and culture to integrate safety standards, job hazard analysis, and
public hazard protection into all design, construction, operations and maintenance activities.
strategy (2) consolidate the airport incident reporting, data collection, and analysis systems to identify and
mitigate hazards.
gOal 3: saFe and secUre Facilities
operate and Maintain safe and secure world-class Facilities
“FrOM the very Beginning, we knew where
we were gOing with this airpOrt, and
that it wOUld have tO expand tO serve
BUrgeOning air travel and transpOrt
needs well intO the 21st centUry.”
JOhn WyckOFF
aviatiOn authOrity
exeCutive direCtOr, 1988 – 1991
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OBjective 1
Maintain a competitive cost structure to attract and retain airlines .
strategy (1) evaluate airline lease and Use agreement and review use of terminal for common use or per use
charge vs. fixed facility cost.
strategy (2) implement new cost structure determined in strategy 1 into new airline lease and Use agreement.
strategy (3) establish repository of cost per enplaned passenger (cpe) from other airports to assist with assessing
market and developing annual cpe for budgeting purposes.
strategy (4) establish cpe for various revenues and expenses, or other metric to manage expenses, and monitor
on a quarterly basis.
strategy (5) Monitor revenues and expenses budget to actual on monthly basis to ensure cpe and debt service
coverage target is achieved.
OBjective 2
increase non-airline revenues to diversify income, mitigate economic risk, and maintain competitive airline fees .
strategy (1) develop a process to evaluate business opportunities and financial implications (risk/reward) to the
aviation authority.
strategy (2) increase revenue from economic development Opportunities through development of aviation
authority owned property, operations and services.
strategy (3) increase airport concessions revenue from existing operations and new opportunities.
gOal 4: Fiscal respOnsiBilityact in a fiscally responsible manner
“the real challenge was tO BUild a
Facility tO handle the treMendOUs
grOwth we were gOing tO have and Be
aBle tO pay FOr it. we wanted tO prOvide
an airpOrt that is expandaBle, and with
the visiOn and cOOperatiOn OF leading
citizens.”
Wally sanderlIn
FOrmer Chairman, airpOrt advisOry BOard
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OBjective 3
Maintain a strong financial position to retain access to capital .
strategy (1) establish sufficient cash reserves.
strategy (2) ensure periodic updates to rating agencies.
strategy (3) develop outreach and communication with investors to ensure
adequate disclosures and transparency on aviation authority and
investor websites.
OBjective 4
establish sufficient policies to provide resiliency against economic changes, and fluctuations in airline and passenger use of facilities .
strategy (1) establish a policy and target amount to establish adequate
reserves, for consideration by the aviation authority Board.
strategy (2) establish a renewal and replacement reserve based on
percentage of assets.
strategy (3) establish cost benefit analysis to be used in evaluating capital
projects for access to capital reserves.
strategy (4) Maintain sufficient emergency response and business continuity
programs for sustainability of the organization.
“the ecOnOMic
engine OF OUr
central FlOrida
cOMMUnity,
OUr airpOrt,
MUst prOvide
OppOrtUnities
FOr Middle Market
cOMpanies alsO.”
bIll MIller,
FOrmer aviatiOn
authOrity Chairman
tOday the airpOrt is the
third largest in land
size in the United states.
FOUr rUnways allOw
FOr MUltiple streaMs OF
airline traFFic. Over 20,000
eMplOyees keep the Facility
Operating 24 hOUrs a day,
every day OF the year.
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strengths weaknesses• long-term vision
• collaborative relationships
• strong origin and destination market
• the Orlando experience™
• ground transportation options
• distribution of direct flights
• strong non-airline revenues
• effective work force
• aging facilities
• constrained capacity in the north terminal
• slow economic growth
• industry’s dependence on oil
• restrictive international facilities
• low yield market for airlines
oPPortunities threats• emerging air service markets
• Minority and small business opportunities
• Maximization of capacity for domestic and
international growth
• increase of Oea non-aviation revenues
• negotiation of new airline lease and use agreement
• expansion of intermodal access
• economic events
• international events
• regulatory changes
• erosion of traffic by competition
the greater Orlando aviation authority is uniquely positioned to advance Orlando and the region as the
premier intermodal transportation gateway to global commerce. Orlando international airport is an origin and
destination airport that serves the nation’s number one tourist destination and a growing medical, educational
and business community. Orlando executive airport is a premier general aviation reliever airport that increases
the air capacity of the region. the objectives and goals have been designed to include collaboration with
community and airport partners to deliver the Orlando experience™ to aviation authority customers.
the integration of the goals is designed to strengthen current revenues and provide opportunity for growth to the
aviation authority as well as its business and community partners. goals, objectives and strategies are designed as
a framework for key aviation authority business initiatives.
the greatest strengths from which further opportunities are to be developed include long-term vision and
planning, customer service focus, diverse air service distribution, strong ground transportation options, competitive
cost structure, substantial non-airline revenues, strong credit ratings, emergency and business continuity planning,
organizational resiliency, effective organization and work force, technology focus and Orlando executive airport
as a premier reliever airport.
the greatest challenges facing the greater Orlando aviation authority stem from an uncertain economy resulting
in soft domestic passenger growth, airlines’ reluctance to invest and fewer capital markets. economic uncertainty
makes it difficult to attain necessary capital and airline support to maintain and update the facility and provide
anticipated capacity improvements.
strengths, weaknesses, OppOrtUnities, and threats (swOt)
cUrrent perspective and OUtlOOk
“the airpOrt was develOped as a tOtal
envirOnMentally respOnsive cOMplex
that has high passenger cOnvenience
FeatUres, lOw Maintenance and
OperatiOnal cOsts, accOMMOdates a
high grOwth rate and reFlects the
UniQUe character OF the central
FlOrida envirOnMent.”
desiGn Criteria, aviatiOn authOrity, 1978
THE NORTH AND SOUTH TERMINALS
ARE DESIGNED TO COMPLIMENT EACH
OTHER AND WILL BE DEMAND-DRIVEN
BUILT IN INCREMENTAL PHASES.
THE AIRPORT HAS THE ULTIMATE
ABILITY FOR ACCOMMODATING
80 MILLION PASSENGERS ANNUALLY
WITH OVER 200 GATES.
1918
visiOn the aviation authority is committed to its vision, “advance Orlando and the region as the premier
intermodal transportation gateway for global commerce.“
continuing the vision requires adaptability, long range planning, financial management, effective
operations and facilities that meet demand, as the world continues to change.
leadership each board member, executive, manager and employee should understand and embrace the objectives
and supporting strategies and technologies discussed in this plan, and then lead by example.
OrganizatiOnal and cOMMUnity cOMMUnicatiOn clear communication of objectives and strategies between the Board, staff, airport and community
partners, reporting of progress, continuous analysis of results, and corrective action are key elements
to achieving the goals.
thinking strategicallyevaluating how proposed actions, activities, and projects are consistent with aviation authority goals,
objectives, and strategies is important to create sustainable success.
aligning the use of business intelligence with the implementation of the objectives allows the organization
to assess, measure, and evaluate performance in real-time.
incorporating the practice of assessment, planning, identification of risk, implementation, measuring, and
course correcting into the culture provides the tools to achieve sustainable success.
SITUATED ON NEARLY 14,000 ACRES OF
LAND, ORLANDO INTERNATIONAL AIRPORT
IS WELL POSITIONED TO DEVELOP TO MEET
THE FUTURE DEMANDS OF AVIATION IN
CENTRAL FLORIDA.
key sUccess FactOrs
“the University OF central FlOrida
and the OrlandO internatiOnal
airpOrt have grOwn tOgether Over
the years tO BecOMe wOrld-class
OrganizatiOns that strengthen
OUr cOMMUnity’s sOcial and
ecOnOMic FOUndatiOns.”
JOhn c. hItt, ph.d.
president, university OF Central FlOrida
2120
Frank kruppenbacher
dr. jason pirozzolo
dean asher
Mayor Buddy dyer
Mayor teresa jacobs
jim palmer
domingo sanchez
chairman
vice chairman
treasurer
city Of Orlando
Orange county
Board Member
Board Member
greater OrlandO aviatiOn aUthOrity BOard 2013 greater OrlandO aviatiOn aUthOritylist OF BOard MeMBers FrOM 1975 – 2010
don ammerman
allen arthur
robert d. ayers
Ben Benham
harry w. Bower
jacqueline Bradley
cesar calvet
linda w. chapin
lee chira
william c. coleman
jose colon
james t. cooper
donald l. crenshaw
richard crotty
sherman s. dantzler *
william e. donegan
Buddy dyer
napoleon Ford
william Frangus
Bill Frederick
jeffry Fuqua *
M. a. garcia
james B. greene
gail handy
robert t. hattaway
harvey r. heller
roger holler
glenda hood
Mary i. johnson
Michael p. johnson
a. r. kennedy
kenneth d. kienth
carl t. langford
hal Marston
Mel Martinez
dennis c. Mcnamara
howard Mcnulty
william Miller
james palmer
charles M. potter
general william e. potter
james pugh
tony rey
john ritch
norman a. rossman
w. M. sanderlin
dr. Fenton B. sands
alan c. starling
george l. stuart
rob theisen
w. lamar thomas
jeanne van Meter
william whitaker
city OF OrlandO MayOrscarl langford
Bill Frederick
glenda hood
Buddy dyer
Orange cOUnty MayOrslinda chapin
Mel Martinez
richard crotty
teresa jacobs
Over the years many
have contributed to
the success of both
Orlando executive
and international
airports in their role as
community volunteers,
leaders and elected
officials. listed are
those who participated
over the years.
* sherman dantzler and Jeffry Fuqua have served multiple terms as Chairman since the authority began.
FroM LeFt to right: Frank kruPPenBacher, chairMan;
dr . jason PirozzoLo, Vice chairMan;
dean asher, treasurer;
Mayor Buddy dyer, city oF orLando;
Mayor teresa jacoBs, orange county;
jiM PaLMer, Board MeMBer;
doMingo sanchez, Board MeMBer
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d&a Business services
davna inc.
delta
deseret
designers west
detail dynamics
diamond cab
disney world
division ten specialties
dpM
east coast applicators
ellipsis engineering & consulting
eMd
enterprise holdings
environmental Management and design
epic engineering
evans equipment company
experient, inc.
e-z bus, inc.
Faa
Fairwinds credit Union
Faith group
Fast park & relax
FBi
FdOt
Federal air Marshalls
Fedex express
Flamingo 2000
Flight training professionals
FlOMcO payless rac
Florida auto rental
Florida hospital
Florida hospital east
Florida hospital nicholson center for surgical advancement
Florida nursery, growers & landscape association
Florida turnpike
Former county chair linda chapin
Former county Mayor richard crotty
Former Orlando Mayor Bill Frederick
Former Orlando Mayor glenda hood
Frontier airlines g & t (Five star Business alliance)
gale
gci
gec
genesis vii
gO travel
gOaa staff
gomez construction company
gray robinson
greater Orlando livery service
h.l. pruitt
hdr
healthcare information & Management systems society (hQ)
hispanic chamber of commerce
hMs host
hntB
hojeij Branded Foods
honorary consul – czech republic
honorary consul – France (dean of consul)
hubbard construction
hudson news
hulett environmental services
hw davis construction inc.
hyatt airport
iBM
iMdc
infrastructure engineers
inglur
j.p. Morgan
jcB wilson & associates airport consultants
jetBlue
jim shelton’s real estate services
jMatt
john deere
johnson-laux
jsM & associates
acknOwledgeMentsthank you to our partners, stakeholders, and the community for their contribution in shaping our strategic thinking .
ac signs
aecOM
aero Mexico
aeroterm
aes
aether Quest solutions, inc.
african chamber
air France
air Orlando aviation, inc.
airport parking (park & Bark)
airport shuttle Usa
airtran
alaska air
alclear
allgen
alpha duty Free
alpha keys
american academy of audiology
american academy of dermatology
american academy of Family physicians
american academy of pediatrics
american airlines
american association for cancer research, inc.
american coach lines of Orlando
american college of physicians
american Osteopathic association
american rental association
american Urological association
ampco systems
antonion lemus cpa, pa
apex Office products & Furniture
appleton creative
arc point labs altamonte springs
arnold palmer Bay hill club & lodge
arvO
aryen
ashtin leasing
asi show, inc.
associated transportation of Florida
at&t
atkins
avcOn
Bags
Baker Barrios architects
Balfour Beatty
Bank of america
Bobes associates consulting Mepp engineers
Bombardier
Bpa
Brevard county
British airways
British chamber
Brooksville development company
Busy traveler
c&s companies
canaveral port authority
cch Marketing
celectsys
central & north Florida supplier development council
central Florida partnership
central Florida research park
cessna citation
central Florida hotel and lodging association
christian Booksellers association
cier
city of Orlando
city of Orlando police
clancy & theys construction company
clarion (rosen)
cMi
cMts llc
co air
coach crafters
comnet software
competitive edge partners staffing & payroll
copa airlines
covenant security
crews, llc
crossman and company
ct hsu
2524
pcl
peabody
pennwell corporation
perez of Fl inc.
pineloch Management corporation
pMa
priority One international
project star Management consultants, inc.
QpwB attorneys at law
Quick cab
reed exhibitions/pga worldwide golf expositions
renaissance planning group
rerc
ricondo
rl Burns inc.
ruye hawkins
rw Block consulting
salvador construction
sc advisors
schenkel shultz architects
seaworld
seminole county
servisair
sheltair aviation
showalter Flying services
shutts & Bowen
signature Flight support
skanska
smart city holdings
smarte carte
society of information technology Managers
southern strategy
southwest airlines
sovereign air
space Florida
spirit airlines
star taxi
stellar partners
sterling silver
stevens construction
suburban land reserve
sun equities realty
suntrust
t&g constructors
taM cargo
tecO peoples gas
tectaamerica
the grove
the lane corporation
the leadership difference
the true value company
thread Mill inc.
town & country
trio transportation
tsa
UcF rosen college of hospitality Management
United/continental airlines
Universal studios
University of central Florida
Ups
Urs
Us customs and Border protection
Usairways
va hospital
valencia college
vip transportation group
virgin atlantic
visit Orlando
waldorf astoria hilton
walt disney world resorts
watkins paint
wBQ engineering
weingarten
welbro Building corporation
westfield concessions
westjet
wheels to wings transportation
world trade center
wycliffe Book translations
xpressspa
zaza perez of Florida
zha
zyscovich architects
acknOwledgeMents cOnt’d
thank you to our partners, stakeholders, and the community for their contribution in shaping our strategic thinking .
keller williams realty, inc.
kennedy space center
kimley-horn
kissimmee convention & visitors Bureau
kMg Fence llc
l&M ez
lake limo
lake nona
lake nona Business alliance
landrum & Brown
lee vista center
le-huu partners architects
leland Management
liberty property trust
lockheed Martin
loop capital
lowndes, drosdick, doster, kantor & reed, p.a.
lta inc.
lufthansa
lynx
M&M site development llc
Mactec
Mall at Millenia
Mari Frith inc. signage/wayfinding
Mary kay, inc.
Mcdonald’s corporation
Mears transportation
Metro Orlando edc
Metroplan Orlando
Milan engineering
MlM architecture
Modica & associates
Montgomery
Moore stephens lovelace
Morgan keegan nasa kennedy space center
national association of home Builders
national automobile dealers association
national Minority consultants
national sheriffs’ association
national trade productions, inc.
national training and simulation association/iitec
nationwide commercial interiors
nBaa
nFs consulting, llc
nielsen expositions
north american association of Food equipment Manufacturers (naFeM)
northrop grumman
ntp
Oea advisory Board
Oncology nursing society
OOcea
Oracle corporation
Orange county
Orange county convention center
Orange county government
Orange county’s sheriff’s Office
Orgill dealers Market
Orlando airport Marriott
Orlando Fashion square Mall
Orlando health
Orlando Magic
Orlando Mayor teresa jacobs
Osceola county
OUc
page One consultants
2726
the OrlandO experience ™
“the greater OrlandO aviatiOn aUthOrity
will cOntinUe tO create, Operate and
Maintain First-class, state-OF-the-art
Facilities FOr OUr traveling pUBlic and
FOr the residents OF the cOMMUnities in
the regiOn, FUrthering what has BecOMe
knOwn as the OrlandO experience ™.”
JeFFry b. Fuqua, ph.d. past aviatiOn authOrity Chairman 1988 – 1994 & 2001 – 2010
“everyBOdy in the cOMMUnity Felt like
they had a piece OF the airpOrt. it was
priMarily BecaUse OF the apprOach
we tOOk BecaUse everyOne in the
cOMMUnity had a part in the Opening
OF the airpOrt. everyOne tOOk hOMe
a little OF that airpOrt in the MarrOw
OF their BOnes.”
sherMan dantZler aviatiOn authOrity Chairman 1980 - 1982 & 1986 - 1988
inside cOver - Blank
greater Orlando aviation authority
Orlando international airport
One jeff Fuqua Blvd
Orlando, Florida 32827-4399
aBout the Main coVer Photo: three 40-Foot stainLess steeL Figures coMPrise
“at the airPort” By wiLLiaM king . the Pose oF Pointing to the sky and Looking uPwards
BecaMe a syMBoL For the goaLs and Vision For the Future oF the coMMunity .
One jeff Fuqua Boulevard
Orlando, Florida 32827-4399Telephone: (407) 825-2055
Fax: (407) 825-3100
www.orlandoairports.net
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